Organizational Structure Simulation

Organizational Structure Simulation

Lauri Gause

COM 530

Kirby Thornton

University of Phoenix

30 July, 2012

Organizational Structure Simulation

Introduction

Changes and innovation within a company are not only imperative to its success, but they are inevitable, as well. Changes that are brought on as a result of strategic initiatives within a company affect work design and organizational culture. The simulation demonstration for Synergetic Solutions has provided the opportunity to experience the challenges of implementing structural changes within an organization with specific goals. In completing the simulation, one is forced to encounter resistance to change at both an individual and organizational level. In order to overcome this resistance, various tactics must be employed which will help enable the organization to be led through these various stages of transition.

Background of Synergetic Solutions, Inc.

Synergetic Solutions, Inc. (SSI) is a continually growing organization; as a $6 million company in the business of system integration, SSI is responsible for the assembling and reselling of leading computer brands. With over 300 employees, most of which belong to the sales and service departments, SSI is operating in five separate locations all along the East Coast. While this company has several employees, very few of them are higher-skilled operational specialists. In an attempt to increase dividends, the Chief Executive Officer of SSI, Harold Redd, took four of his brightest engineers and had them trained and certified on networking technologies. Redd’s plan of action went as planned; SSI recently landed an order in the amount of $1.2 million for designing a network, not including the $5 million in orders awaiting in the pipeline. Consequently, the networking solution business now accounts for 20% of the total revenues of the company, which stand at $6 million at present (Synergetic Simulation, 2012).

While Redd is incredibly motivated by...